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Conflict management and organizational attitudes among Japanese: individual and group goals and justice
Author(s) -
Ohbuchi KenIchi,
Suzuki Mariko,
Hayashi Yoichiro
Publication year - 2001
Publication title -
asian journal of social psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.5
H-Index - 49
eISSN - 1467-839X
pISSN - 1367-2223
DOI - 10.1111/j.1467-839x.2001.00078.x
Subject(s) - psychology , organizational justice , economic justice , social psychology , perception , outcome (game theory) , structural equation modeling , organizational commitment , political science , economics , law , statistics , mathematics , mathematical economics , neuroscience
By asking 341 Japanese employees to rate experiences of conflict with their supervisors in terms of conflict concerns and outcomes, we attempted to examine the following two hypotheses: attainment of the individual and group goals would increase the perceived justice (H2), and the perceived justice would increase the outcome satisfaction and organizational commitment (H1: the justice‐bond hypothesis). The results of structural equation analysis supported H1, but only partially supported H2; that is, only the group goals increased the perceived justice. Instead, the individual goals directly increased the outcome satisfaction, not by way of the perception of justice. These findings suggest that Japanese employees felt that justice was achieved when they saw the conflicts were resolved in the group‐oriented manner, relatively independent of personal interests.